The Research On Internal Selection Optimization Of Basic-level Managers In S Enterprise

In the past 40 years of reform and opening up,China’s market economy has made rapid progress,and the reform has entered a deep-water area.Facing the complicated and changeable situation at home and abroad,and the sweeping tide of globalization.Under the new situation,the selection and appointment of enterprise managers is particularly important,especially the selection and appointment of grass-roots managers in enterprises,which directly affects the healthy operation and sustainable development of the whole enterprise.However,in view of China’s current national conditions,the selection and appointment mechanism of grass-roots managers in a large number of enterprises is not perfect and perfect enough to fully meet the requirements of globalization and reform and development.Therefore,this is a long-term and important task that merits the present and benefits the future.This paper takes S Company as an example,deeply studies the current situation of the internal selection mechanism of grass-roots managers in enterprises,explores the possible problems in the process of internal selection,training and appointment of grass-roots managers in enterprises,and analyses them.Based on the review of human resource theory at home and abroad,this paper discusses how to improve the internal selection and training methods of grass-roots managers in China’s aviation ground service enterprises and how to establish a new mechanism under the conditions of market economic development,globalization and the development of aviation ground service industry.This paper combines the selection theory of enterprise strategy and culture,Big Five Quality Model,Manager’s role and job matching.Firstly,it establishes a sound and effective operation guarantee mechanism,strengthens the management’s awareness and attention to talent training,and establishes a team of talent training mentors.Secondly,it establishes a strategy-oriented evaluation mechanism for grassroots managers,reorganizes the internal selection process of grassroots managers in S Company,improves the selection criteria for grassroots managers,and builds a competency model for grassroots managers.Then,we should build a succession training mechanism for grass-roots managers to promote the emergence of talents,diversify the sources of reserve talents,and advance the training time of high potential and high performance talents.Finally,combined with the selection results,improve the evaluation mechanism of the selection results of grass-roots managers.